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Index Note: Italic page numbers refer to illustrations. 3M 112–13, 152, 154, 192, 216–17, 297 Asia failure at 486 chip design 83 4Ps model 16–20, 31 latecomer fi rms’ technology strategies innovations mapped onto 32–3 71–2 see also China; India absorptive capacity 90, 112, 224, 300, 458 assembly customization 178 academic entrepreneurs 366–8, 369 assisted living 50–1 accidental inventions 192–3 associations and creativity 124–5, 142–3 active users 211, 219 assumptions Acton, Brian 368–9 about the poor, challenging 92 Adidas, co-creation 307 and scenarios 243–4 adoption of innovation 204–5 attacker’s advantage 428 factors infl uencing 346–9 audit frameworks 507 failure, reasons for 350 authoritative decisions 342 ADS (autodisable syringes) 358–9 Autonomy 360–1 Advanced Institute of Management Research (AIM) 311 B&Q, disability awareness 51 advertising 209, 278, 476 background of entrepreneur 265 advocacy, venture management 398 bandwagons 345–6 age of entrepreneurs/founders of new ventures banking 32, 33, 45–6, 93, 201, 202, 467 360, 415–16 Bass model of diffusion 344–5 Akash Computer, India 174–5 Bayesian analysis 249 Allen, Tom 151, 216 Bell, Alexander Graham 14 AlterGeo, Russia 82 benchmarking 74, 187–8 Alternative Investment MarketCOPYRIGHTED (AIM) Berkhout, MATERIAL Frans 102 381–2 Besser, Mitch 50 Altshuller, Genrich S. 138 bisociations 142 analogies 140–1 BlackJack smartphone 326 Anglo-Saxon governance model 78–9 Blu-ray 448–9 Apple 190–1, 326–7, 407, 418, 453, 457 BMW research centre, Germany 150–1 Aravind Eye Clinics 47 Boeing 29, 222, 299, 394–5 architecture supporting creativity 150–2 Bookham Technology 422–3 ARM Holdings 457 bootlegging 217 Arthur D. Little 6 Boston, Massachusetts, Route 128 high-tech Arup 445 start-ups 361–2 514 Index bottom of the pyramid (BoP) markets 91–4, intellectual 448 173–6 social 85 boundary object/practice 186, 447–8 see also venture capital brain and creativity 124–6, 129, 131, 132, 139, carrageenan 142 140 CEMEX 94 brainstorming 143, 147–8, 242 challenge and involvement 280 Brazil 87–9, 176 Chesbrough, Henry 218 BRIC (Brazil, Russia, India and China) countries China 89–91 70, 85–91 low-cost provision 173 bridging 221–2 patents 458 Broens Industries 10 supply chain learning 299 brokering 221–2 Tata joint venture with 339 BT (British Telecomm) 50–1, 212 venture capital funding 380, 381 business angels 382 Christensen, Clayton 171–2, 254 business case 465 Churchill Potteries 166–7 see also business planning Citicorp 93, 305 business model innovation 468–71, 474 citizen sourcing 183 examples of 18–19 Clean Air Act 189 Internet as a route to 470 Clifford, Robert 9–10 in the music industry 473 climate business models 463–4 creative 147–8, 153–4 4Ps model 468 organizational 278–82 building 474–8 clusters examples of 467 spatial 294, 362, 370 framework 466 strategic 335, 337 generic and specifi c 472–4 technology 299 purpose of 464–5 co-creation/co-development 222, 304 sustainability 478 conjoint innovation 276 and value creation 466 customization 18, 179 business planning user involvement 181–4, 306–7 developing a plan 233–9, 373–4 co-evolution search strategy 213, 214 forecasting innovation 239–46 codifi ed (explicit) knowlege 450–8 resource anticipation 251–5 cognition 85 risk and uncertainty 246–51 cognitive bias 250 business plans, developing 233–9, 373–4 cognitive processes, risk perception business process outsourcing 49 250 business structure 374–5 collaboration business units 403–4 breakthrough technology 299 Business Ventures Programme (BVP), Nortel teams 271–2, 275 Networks 392 universities 370, 425 collective decisions 341 capability collective effi ciency 297–8 building 25–7, 84–5, 485–7 collective user innovation 183–4 dynamic 36, 112, 224 Coloplast 181–2 see also competencies commercial value creation 12 capital commercialization of product 328 fi nancial, access to at start-up 416 commitment human 85, 379, 416, 423 entrepreneurial 371 Index 515 management 234, 374, 394, 399 individual differences in 132–3 of team members 274–5 integrated approach 156 communities 309 personal skills 144–5 communities of practice 294, 296–7, 447–8 in practice 128 compatibility 347 thinking skills 135–44 competencies 34–5 credibility of new venture 371, 415 developing new 395–6 crisis-driven innovation 176–7 team performance 277 cross-boundary team activity 273 see also capability crowdfunding 295, 383 competitions 308–9 crowdsourcing 183, 185, 222, 307, 492 competitive rivalry 77–8 CSR (corporate social responsibility) 50–2, 55–6, complementary assets 428, 458 57, 101–2 complementary capabilities 418–19 culture 279 complexity 28, 213, 224, 291, 348 customer contact and services 332 compliance 101–2, 103, 104 customization 177–80 component innovations 20 cystic fi brosis, user-led innovation 54–5 computer-aided techniques 309, 337, 494 concept generation 334–6 data, defi ned 443 confl ict DAWN programme 57–8 creative 148–9 de Bono, Edward 145 and debate 280–2 debate and confl ict 280–2 conjoint innovation 276 ‘deep diving’ 211 ‘Connect And Develop’, P&G 216, 221, 296–7, Delphi method 243 470 design for manufacture (DFM) 337 convergent thinking 125, 130, 133, 140, 145 design customization 179 copyright 455 design-driven innovation 190–2 corporate entrepreneurship 211 design rights 455 political barriers 399 development of venture 60, 493–6 corporate governance 78–91 development funnel 325, 327 corporate social responsibility (CSR) 50–2, 55–6, development innovation, BoP 91–4 57, 101–2 Diabetes Attitudes, Wishes and Needs (DAWN) corporate ventures 389–91 Programme 57–8 managing 398–405 diffusion of innovation 204–5, 341–6, 350 motives for establishing 391–7 acceleration of, OCI 502 Reuters’ fund for 378 lead users forecasting 304–5 strategic impact 405–7 digital media 448–9 cost-benefi t/benefi t-cost approach 249 DigitalDivideData 49 cost structure 477–8 dimensions of innovation 16–20 cradle-to-cradle inspired products 107 direct integration 402 ‘creative bazaar’ model 222 discontinuous innovation 36 creative destruction 11 discounted cash fl ow (DCF) 252, 254 creativity 22–3, 123–8 disembodied knowledge 443 as a process 129–31 dispersed team activity 273 blocks to 134 disposition of entrepreneurs 264–7, 268, 359, enabling 135–55 431 environment of 148–55 disruptive innovation 172, 468–9, 474 group level 127–8, 145–9 disruptive new products 106 importance of 131–2 distribution customization 178 516 Index divergent thinking 125, 130, 133, 140, 145 internal analysis/brainstorming 242–3 DIY (do-it-yourself) market, social innovation 51 scenarios 244–6 Drucker, Peter 11, 420 ‘explore’ search strategy 209–10, 214 dynamic capability 36, 112, 224 external assessment 243 external funding 373, 377, 379, 416, 430 E.ON 264 extreme users 184–5 ‘early adopters’ 204–5, 304, 341, 345, 349, 350 fabrication customization 178–9 eco-effi ciency 112, 113 Facebook 276, 307, 368, 418 economic growth 5, 483–4 failure(s) 486–7 EcoVision4, Philips 107 celebrating, Nortel 393 Edison, Thomas 13, 25, 144, 188, 300–1 killing early 422 Edmondson, Iain 312–13 of new businesses 357 education level of entrepreneurs 266–7, 416 reasons for 428 electric cars, diffusion of 342–3 Fairchild, Sherman 406–7 electrocardiogram (ECG), hand-held 70 Fauchart, Emmanuelle 53–4 emergent properties 291, 293, 501–2 ‘fi fth generation’ innovation 292, 501–2 emerging economies/markets fi nancial assessment of projects 251–5 frugal innovation 70, 173 fi nancial constraints, effect on venture 418 source of ideas 173–6 fi ve generations of innovation models, Rothwell see also China; India 292 employee-led innovation 156 fl exibility and fl uency, idea creation 128, 145 Encyclopaedia Britannica 183–4 focus groups 336 entrepreneurship 11–12 Ford, Henry 8, 17, 166, 177, 201, 204, 465, 473 characteristics of an entrepreneur 262–4 Model T 8, 177, 201, 204 entrepreneurial disposition 264–6 forecasting 190, 239–46 intrapreneurship 217, 294, 501 external assessment 243 managing 15–16 internal analysis 242–3 process model 21–4 limitations 240, 241 see also social entrepreneurship market research 241–2 environment, developing creative 148–55 scenario development 243–6 environmental innovation see sustainability-led foreign direct investment (FDI) 80, 90 innovation foreign systems of innovation, learning from eper ltd 54–5 71–3 ethnography 168, 169, 223 foreign technology, import of 90 Eureka moment 143 founder effects 415–16 European Internet ventures 419 framing 206–7 European national systems of innovation 73–5 France Telecom, online suggestions scheme 154 Evans, Chris 365 free revealing 183 expected utility theory 249 freedom, organizational climate 277, 282 experience of entrepreneur 266–7 Friedman, Thomas 68 experience innovation 19, 191–2 Friis, Janus 469 experts 336 frugal innovation 70, 173 explicit knowledge 443, 444 fruit pie manufacture 142 ‘exploit’ search strategy 208–9, 214 Fujifi lm 210 exploratory forecasting 241 funding customer or market surveys 241–2 dimension of venture management 398 expert opinion/Delphi 243 and ‘entrepreneurial academics’ 369 Index 517 seed funding 368, 379, 380, 383, 420 ‘high-technology’ ventures 380, 416 university spin-offs/spin-outs 366, 367, 370 high value innovation networks 311 venture capital 420–3 holistic perspective, fuzzy front end 238 future options 190 holistic planning, sustainability 114 fuzzy front end 236–9 Hollywood studios 449 Hoover 25 gatekeeper 216 the house of quality 339, 340 Gates, Bill 4, 47, 53, 146, 358 Howe, Elias 25 gazelles 414–15, 424 Howe, Jeff 185 General Electric (GE) 4, 13, 70, 86, 174, 405–6, human capital 85, 379 497 and funding decisions 423 globalization of innovation 67–70, 218 link to venture success 416 cross-boundary team activity 273 humanitarian innovation 177 learning from foreign systems 71–3 hybrid cars, diffusion of 342–4 Globetronics Bhd.